There’s been a lot of buzz about employee engagement in the workplace and for good reason. Today’s organizations face changing working patterns, evolving employee expectations and growing complexity — all of which pose significant challenges for keeping people engaged and motivated on the job. With so much at stake, are executives and HR professionals focusing adequate attention on employee engagement? What impact are prevailing tools, approaches and practices having on workforce productivity? And how do all these factors affect overall performance and, ultimately, the bottom line?
Ian Parkes, director of Coleman Parkes Research, and Joyce Maroney, director of the Workforce Institute at Kronos, will address eye-opening research that sheds new light on the challenges, opportunities and costs of employee engagement — or lack thereof — at today’s organizations. They’ll discuss key findings, highlight areas for improvement and explain the roles leadership, technology and talent management play in optimizing workforce engagement for sustained competitive advantage. You’ll gain valuable insights into:
The increasing complexity of working life and the impact on employee engagement.
The high opportunity cost of time wasted on non-job-related administrative tasks.
How the role of HR needs to change in order to build a culture of engagement.
Ways outdated technology is hindering employee productivity and engagement.
Why the inability to recruit and retain skilled talent is a core business disruptor.
Key drivers of engagement and how your organization can unburden the workforce.
Is Employee Engagement the Key to Business Success
1. The $687B Dollar
Question:
Is Employee
Engagement the Driver
of Business Success?
IAN PARKES, COLEMAN PARKES RESEARCH
JOYCE MARONEY, DIRECTOR, THE WORKFORCE
INSTITUTE AT KRONOS
2. Today’s Speakers
• Joyce Maroney, Director,
Workforce Institute at
Kronos
• Ian Parkes, Director,
Coleman Parkes
Research
3. Focus Areas
• About the Study
• Standardize, Streamline,
Simplify
• Putting Best Team Forward
• Overall message on employee
engagement
• Helping the workforce be their
best
• Improving and innovation
$687Bn opportunity cost being
incurred
= $1,518 per employee per year
$88Bn opportunity cost being
incurred
= $1,645 per employee per year
4. Taking Care of Your People Pays Dividends
Engagement’s Effect on KPIs
Source: Gallup 2013 Employee Engagement Survey
5. The Virtuous Cycle of High Performing Organizations
Engaged
Employees
Better
Products
Better
Services
Happy
Customers
6. The HR role needs to change and drive employee engagement
When asked 78% employees agree they need to feel more engaged in the
business
71% feel the HR role is changing and 80% say it needs to
change to meet the changing business needs
67% report that there is a lack of concern from the
management team as long as the job gets done.
66% agree the HR role is more about managing risk than
people.
59% of people say a focus on them as an individual
would improve workplace engagement.
7. Top CEO Challenges
1. Rapid Pace of Technological Innovation
2. Cyber Security
3. Increased Regulation
4. Shortage of Skilled Labor
5. Management Diversity
Source: 2015 Fortune 500 CEO Survey
10. Technology in use but is failing
…say that better technology would positively impact
engagement.
…say workforce solutions that fail to respond to
employee and business needs is adding
unpredictability.
…agreed that a lack of good technology in the
business causes undue workloads.
…said new technology creating new ways of working
is a core disruptor within the business.
…reported better technology/automated systems
would reduce workplace complexity.
…cited poor technology/lack of automation as a key
daily difficulty.
…of respondents only rank the technology in the
business as a top three asset.
72%
64%
63%
60%
57%
56%
35%
11. When Your Organization Gets in the Way
• What kind of organization will you be?
− Perspective on Payroll:
• Cost or Investment?
− Customer Focus:
• Tasks or Relationships?
− Empowerment:
• Rules or Judgment?
− Processes:
• Complex or Simple?
12. The working day is too complex
Only 38% of people say it is very
easy to complete all tasks
44% of people say working
life is too complex
Reduction in
admin/paperwork would
reduce complexity according
to 63% of people.
74% of respondents said
employees need better
control over their working
lives
Management pressure 62%
Insufficient staff 60%
far too many processes 61%
47% said that they feel
employee engagement is
strong across their
business
13. The opportunity cost of admin
Time spent on non-core job role
Time spent on pure admin
3.4 hours per week
3.5 hours per week
3.1 hours per week
The benefits if people
got the time back that
would add value to the
business included
60% said they would have the ability to focus on more important tasks
57% could focus more on customers
60% said they would be able to think more strategically 54%
61%
Opportunity cost
$687B opportunity cost being incurred
= $1,518 per employee per year
Canada equivalent
$88Bn opportunity cost
$1,645 per employee per year
14. Unburden Your Employees: Technical Advantage
• Employees expect better tech:
− Consumerization
− Digital Natives (Gen Y and Z)
− More Control: Work and Life
− Consistency and Fairness
• Employers need better tech:
− Complex Compliance
− Efficiency
− Value-added Tasks
− War for Talent
Create More Time for Engagement
16. Talent management
Lack of skilled staff (57%) and not enough staff
(60%) are adding two key difficulties faced.
59% report the CEO is more finance than people focused.
71% report skills shortages as driving business unpredictability.
65% say that the inability to recruit and retain the right talent is a core
disruptor in the business.
Only 42% of respondents rank people as a top
three asset.
17. Step 1: Understand
Current Culture
Step 2: Define Target
Culture
Step 3: Use Tools to
Shape the Culture
Step 4: Plan the
Change
Step 5: Calibrate
Culture Drives Results
18. Org Design
Resources & Tools
People & Development
Performance Management
Leadership
Work
Environment
Informal
Interactions
Vision
& Values
Target Culture
Reprinted courtesy of Boston Consulting Group
Building Culture
21. Millennials!
• They Comprise 34% Of Today’s Workforce
• By 2020, ~50% Of All Workers Will Be
Millennial
• “Our sires' age was worse than our
grandsires'. We, their sons, are more
worthless than they; so in our turn we shall
give the world a progeny yet more corrupt.”
–Horace 20 BC
22. How to Attract and Retain Millennials
• Millennial Myths:
− Self-absorbed
− No Respect For Experience
− Unreceptive to Coaching
− Motivated By Googley Perks
− Lazy
− Entitled
• Millennials Crave:
− Community & Higher Purpose
− Flexible Work
− Real-time Coaching
− Opportunities to Build Skills
− Technology For Efficiency
− Entrepreneurial Environment
23. Rising Tide of Fairness
Legislation
• The Vast Majority Of
Employers
Want To Do Well By
Employees
• “Laws are drafted to
address the lowest
common denominator of
employer behavior.”
24. Fair Schedules
• Emerging consensus around the 3 elements of schedule equity
− Clear and objective
− Provides broad and deep visibility
− Employers can see where the problems are, why they are occurring and fix
them
• There needs to be an agreement between employers and employees
about promised hours.
• Pay more attention to availability
• Find ways to involve employees in the schedule setting process
27. Collaboration Creates Value: Socialize the
Workplace
“In the long history of humankind (and
animal kind, too) those who have
learned to collaborate and improvised
most effectively have prevailed.”
- Charles Darwin
• Improved Knowledge Sharing To Increase
Employee Engagement
• Improved Speed Of Innovation
• Improved Engagement from Structured
Collaboration
29. Everyday Analytics
• Not Only For PhDs
• Every Manager Should
Have An Analytical Mindset
• Create A Culture Where
Analytics Can Flourish:
“Let’s Try It.”
• Think Human, Not Vulcan
Analytics
starts with
willingness
to say…
I don’t
know. Let’s
find out.
30. Leadership Development is a Sustainability
Strategy
Trustworthy Leadership
Identify Future Leaders
Development = Investment
Talent is Everything
Talent Follows Great Leaders
31. Final Thoughts
There is a lack of engagement being seen across all employees driven
by inadequate communication, poor, outdated systems and complex
processes.
The world of work is getting more complex and failing to meet the
change in work/life balance that so many seek.
Current technology is not an enabler for the most part; it is a hindrance
and adds complexity due to being not fit for purpose.
Talent management remains a core concern and admin tasks are
creating a multi-billion dollar opportunity cost to businesses.
Senior management need to focus on the people not the finances and
lead from the top.